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d.Deep Dive on the

Talent Practices

that Advance

Inclusion

HCG WEBINAR

With Guest Panelists

Chinwe Abara, NetApp

David Ortiz, Oracle

Wednesday, April 15th 2020

This webinar will begin shortly

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d.Deep Dive on the

Talent Practices

that Advance

Inclusion

HCG WEBINAR

With Guest Panelists

Chinwe Abara, NetApp

David Ortiz, Oracle

Wednesday, April 15th 2020

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About the Speakers

Dr. Shreya Sarkar-BarneyAlyssa Perez

Research Analyst and Consultant Founder and CEO

4

We help organizations achieve better outcomes through talent using

science, analytics, and empathy.

Drive business impact through timely talent actions

Deliver measurable and sustained improvements in leadership

Leadership Excellence

Talent Management

Excellence

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5

Evidence-based AnalysesWebinars, Podcasts, Blogs, eBooks

Systematic Reviews

Performance Management

Employee Engagement

Talent Development

Executive Coaching

Trending Practices

Skills for the new world of HR

Design Thinking in HR

Digital Learning

Digital Leadership

Certifications for skill development

Leadership Development

Talent Analytics

Employee Selection

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d.

Certification Tracks in Strategic HR

Comprehensive certification for strategic HR Professionals in client partnering roles

Specializations for designers and implementer of talent management systems

Focused certifications on specific talent management practices

Certified Talent

Management

Practitioner (CTMP)

Certified Talent

Management

Specialist

(CTMS)

Certified in

Workforce

Staffing

(CWS)

Certified in

Workforce

Development

(CWD)

Certified in

Workforce

Management

(CWM)

Certified in

Organizational

Effectiveness

(COE)

Certified in

Talent Acquisition

(CTA)

Certified in

Leadership

Development

(CLD)

Certified in

Workforce

Analytics

(CWA)

Certified in

Workforce

Planning

(CWP)

Certified in Change

Management

(CCM)

Certified in

Employee

Engagement

(CEE)

Curriculum design and certification informed by our expert panel

Certified in Data

Science for HR i

(CDS-HRi)

New!Earn a Certification in Data Science for HR I (CDS-HRi)

Expertise for those who need to deliver speed to value

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7

Krista Uggerslev, Ph.D.

metaBUS

Ramzi Baydoun, Ph.D. Liberty Munson, Ph.D. Eric O’Rourke, Ph.D.

Aarti Shyamsunder, Ph.D.

Psymantics Consulting &

Michael Tocci, Ph.D.

Neha Singla Ph.D. Anu Ramesh, Ph.D.

Frank Bosco, Ph.D.

metaBUS

Victoria A. Davis, Ph.D.Fm

Mahesh Subramony, Ph.D.Comila Shahani-Denning, Ph.D.

HCG Expert PanelistsInsights on needs and trending practices

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About the Guest Panelists

Chinwe Abara

Global Diversity, Inclusion and

Belonging Program Manager

David Ortiz

D&I Strategist, Disability Inclusion

Program Manager

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Integrated Talent ManagementPractices that Move the Needle on Inclusion

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Which of the following practices does your organization currently use to advance diversity and inclusion?

Number of respondents = 106

Source: Human Capital Growth 2020 Diversity and Inclusion survey

78%

47%

42%

11%

34%31%

42%

Attracting a diversecandidate pool

Diversity training forleaders

Diversity training for allemployees

Micro aggressiontraining

Pay equalization acrossgenders

Career opportunityequalization across

gender and race

Work-life programs

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Men and Women Rank Obstacles to Gender Diversity Differently

% of respondents who see obstacles in each category

Source: BCG Global Gender Diversity Survey 2017

RECRUITMENT

27% 26%

CULTURE

18% 30%

x 1.7

LEADERSHIP

18% 33%

x 1.8

RETENTION

20% 36%

x 1.8

ADVANCEMENT

21% 45%

x 2.1

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Model of Integrated Talent Management

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Inclusion Initiatives – What Works

Single initiatives are less effective than a comprehensive set of talent management initiatives targeting various touch

points in the employee life cycle.

LOW IMPACT HIGH IMPACT

▪ One time training programs

▪ Incentivizing senior leaders

▪ Hiring highly visible role models

▪ Grievance systems

▪ Minority mentoring programs

▪ Disconnected initiatives

✓ Work-life programs (e.g. flex time, part-time, home,

coaching)

✓ Sponsorships (e.g. women, underrepresented groups)

✓ Holistic employee development through talent

management (e.g. experiences, coaching)

✓ Making public commitments

✓ Establishing anti-discrimination policies

✓ Tracking progress through KPIs

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d.

Workforce StaffingDIVERSITY CHALLENGE

How might we create a workforce that look less like the people who are doing the hiring and more like the

people graduating or available in the workforce with the skills to join it?

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Inclusive Hiring Practices

Job Design Talent Acquisition

Candidate Screening Hiring Decision

• Design Jobs that appeal to

both genders

• Gender neutral job

descriptions

• Hiring decisions guided

by data

• Gender balanced hiring

panel

• Structured interviews

• Skills and capabilities testing

• Diverse candidate pools

• Blind resume review

HIRE

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Workforce DevelopmentDIVERSITY CHALLENGE

• How might we overcome inherent human tendencies to be biased?

• How might we create equitable opportunities for all employees to develop to their highest potential?

Retention and Advancement, the Biggest Challenge

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DEVELOP

Job Training Career Management

Human Capital Development Leadership Development

• Coaching

• Mentoring

• Reverse mentoring

• Special projects (opportunities)

• Buddy System

• Special projects

• Habit breaking interventions

• Perspective taking

• Implicit bias training

• Diversity training

Inclusive Learning and Development Practices

Business and Employee Resources Groups

Voluntary employee led groups that share common interests that are aligned with business objectives and advance key diversity business drivers

• Executive Sponsor

• Operates via a Charter

Top Types of ERG/BRGs

Women

People of African Descent

Hispanics

Veterans

LGBTQ

People with Disabilities

Young Professionals

Business and Employee Resources Groups

2018 I4cP Research

Impact: BRGs/ERGs in high performing organizations

• 3X likelier to be reviewed or assessed for their effectiveness as a leadership development platform

• 5X likelier to provide specialized training for their leadership to enable them to strategically impact business results

• Development opportunity for executive sponsors

• Builds external reputation

• Inclusion on interesting and challenging projects

• Positive impact on succession decision

Strengthens Recruitment, Retention,&

Advancement

Marketing &

Branding

Expands and enriches business customer

base

Increases Employee Engagement &

Training

Increases Drives Individual and Organization Performance

BUSINESS IMPACT

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Workforce ManagementDIVERSITY CHALLENGE

How might we model, inspire, and reward the right behaviours that promote inclusion?

How might we create succession plans to build a diverse pipeline?

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MANAGE

Performance Management Compensation & Benefits

Succession Planning Workforce planning

• Men and women use the rating

scale differently in self

evaluations

• Integrated

development and talent

planning

• Talent reviews

• Sponsorship

• Pay policies

• Egg freezing

• Self-care programs

• After-school programs

Inclusive Employee Management Practices

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Organizational EffectivenessDIVERSITY CHALLENGE

How might we create the right organizational environment where diverse talent can thrive?

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SUPPORT

Culture & Change Engagement

Work Design Team Effectiveness

• Culture fostering

cooperation vs. competition

• Demographic vs.

cognitive diversity• Work-life programs

• Flexible work schedules

• Engaging allies including

men, in diversity

programs

Inclusive Employee Management Practices

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Work-Life Programs

• Work–life practices had a positive effect on the proportion of women in management, but only after an eight-year lag.

• Positive effect not observed only in organizations that were highly male-dominated.

• Leave arrangements and access to services (e.g., childcare or eldercare) had the strongest associations with women in management.

Source: Kalysh, K., Kulik, C. T., & Perera, S. (2016). Help or hindrance? Work–life practices and women in management. The Leadership Quarterly, 27(3), 504-518. http://dx.doi.org/10.1016/j.leaqua.2015.12.009

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Summary

Experiences

Opportunities

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WEBINARS PODCASTSBLOGS eBOOKS

Exponential Talent

Our Thought Leadership on Evidence-based HR

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You May Also Be interested in These Resources

28

With Dr. Aarti Shyamsunder

Webinar Podcast Blog

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